El color del dinero: retribución del directivo internacional
DOI:
https://doi.org/10.51302/rtss.2009.5473Keywords:
retribución, expatriado, gestión internacional de recursos humanos e intangiblesAbstract
El entorno actual de negocios, de ámbito internacional, genera que las organizaciones para desarrollarse –y, muchas veces, para sobrevivir– necesitan tener una dimensión internacional. En este contexto, una de las vías que tiene la organización para conseguir dicha dimensión es poner al frente a directivos que tengan «talento global» (Brewster, 2000; Black et al., 1999; Mendenhall & Oddou, 1998; Bastida, 2003). La vía más efectiva para conseguir esta capacidad es realizar sucesivas asignaciones internacionales (Black et al., 1999). No obstante, esta vía resulta costosa para las empresas. A veces, demasiado.
En este trabajo nos planteamos un problema de difícil solución: porque necesitamos talento global, necesitamos enviar a gente a destinos internacionales, y de no ofrecer un salario alto, no encontraremos personas dispuestas. Aun cuando ofrezcamos salarios elevados, llegará un momento en que el número de expatriados será tan alto que sostener esos salarios supondrá una carga demasiado elevada. Y si nosotros no lo hacemos, lo harán aquellos competidores que tienen más recursos o, lo que es peor, aquellos que estén iniciando la aventura internacional y puedan permitirse retribuir generosamente a un todavía limitado número de expatriados. Así que se llevarán sin coste alguno a nuestros trabajadores, a los que nosotros hemos formado, los que ya tienen talento global gracias al destino que les hemos proporcionado.
Conscientes de esta situación, intentamos poner una solución a este problema que alivie la carga para la empresa sin perjudicar al expatriado, ni tampoco su percepción acerca de la retribución que se le está ofreciendo. Ello pasa, lógicamente, por actuar sobre los elementos de la compensación. Nos preguntamos si existen elementos que, sin tener carácter monetario, pueden formar parte del sistema retributivo, de manera que alivie la carga financiera para la empresa y mantenga la satisfacción del expatriado, disminuyendo o eliminando el riesgo de que abandone la organización ante una oferta mejor.
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